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Business transformation

Business transformation. Mobile working can make a major contribution to: Better customer service Smarter working Gains in efficiency Embedding mobile working involves managing effectively the changes that affect people

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Business transformation

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  1. Business transformation

  2. Mobile working can make a major contribution to: Better customer service Smarter working Gains in efficiency Embedding mobile working involves managing effectively the changes that affect people An overall transformation plan with Change Management at its heart, is vital to embed change and deliver success

  3. A business case is a means of... providing an analysis of costs, benefits and risks putting an investment decision into a strategic context providing the information necessary to make a decision about whether to proceed with a mobile project It is the essential first activity of mobile technology investment http://www.projectnomad.org.uk/index.html Logically structured to take you through each stage of business case development Business case for mobile working

  4. How do people react to change? denial commitment anger bargaining Resistance exploration depression SOURCE: ADAPTED FROM KÜBLER-ROSS (1969) People need to move or be moved along this change curve

  5. What is Change Management? Change management is the process of ensuring that the people most affected by proposed organisational changes are ready, willing and able to make the operational and behavioural changes required to deliver success. It is the Change Managers aim to ensure that peopleare willing and able to make the change happen

  6. How important is it? Reasons cited for failure of major change projects Lack of communication - 20% Inexperience in scope and complexity - 17% Technical issues - 14% Failure to define objectives - 17% Project Management Problems - 32% SOURCE: AC SURVEY OF 276 MAJOR ORGANISATIONS Evidence suggests that only 20% to 50% of large-scale change projects succeed, and that the major cause of project failure is a failure to address the “people” issues

  7. COMMUNICATION Case for Change Benefit Realisation Why do we need to change? How do we measure success? Operational Alignment Future State How dowe embed change? What does the future look like? DELIVERING DEFINING How do we implement change? Planning and ReadinessforChange How do we get there? Implementation Support ENGAGING Are we ready to do it? How do we lead? Who is impacted? BreakthroughTeams Change Leadership Stakeholder and Resistance Management COMMUNICATION Business Transformationchange methodology

  8. Business Transformationchange methodology COMMUNICATION Case for Change Benefit Realisation Why do we need to change? How do we measure success? Operational Alignment Future State How dowe embed change? What does the future look like? DELIVERING DEFINING How do we implement change? Planning and ReadinessforChange How do we get there? Implementation Support ENGAGING Are we ready to do it? How do we lead? Who is impacted? Breakthrough Teams Change Leadership Stakeholder and Resistance Management COMMUNICATION

  9. The case for change should answer ... Why should we change? What is the change? What will happen if we don’t change? How much change is involved? Investment required: time, technology, money What benefit will the change deliver and when?

  10. Prioritising for Business Transformation… Early successes(which comprise both quick hits and early wins) Strategic Wins Benefit Therapeutic Wins(those which do not provide significant benefit but which reduce hassle) Things to avoid! Landmines Complexity/time to realise These need to be planned for to ensure maximum impact in terms of both the bottom line and the contribution they make to mobilisation

  11. Business Transformationchange methodology COMMUNICATION Case for Change Benefit Realisation Why do we need to change? How do we measure success? Operational Alignment Future State How dowe embed change? What does the future look like? DELIVERING DEFINING How do we implement change? Planning and Readinessfor Change How do we get there? Implementation Support ENGAGING Are we ready to do it? How do we lead? Who is impacted? Breakthrough Teams Change Leadership Stakeholder and Resistance Management COMMUNICATION

  12. ‘Change leadership’ withsenior level sponsorship... Joint Project board Strategic Direction Frequency: As needed Programme Mgmt Exec Service Statistics PM Exec Report Reviews performance of: Report All workstreams Frequency: Weekly Project Meetings Service Reviews … is also important to demonstrate the commitment of the organisation and to achieve and sustain momentum in roll out

  13. Managing stakeholders… opponents This group has power as well as understanding High advocates UNDERSTANDING OF CHANGE PROGRAMME x x x x x x x x The only group driving change indifferent x x x x x x x x x x supporters x x x x x x followers x resistors Low x For Against AGREEMENT WITH CHANGE PROGRAMME

  14. Business Transformationchange methodology COMMUNICATION Case for Change Benefit Realisation Why do we need to change? How do we measure success? Operational Alignment Future State How dowe embed change? What does the future look like? DELIVERING DEFINING How do we implement change? Planning and Readinessfor Change How do we get there? Implementation Support ENGAGING Are we ready to do it? How do we lead? Who is impacted? BreakthroughTeams Change Leadership Stakeholder and Resistance Management COMMUNICATION

  15. Staff involvement at all levels is vital The more motivated a team becomes, the more involvedthey will want to be Involvement is a prerequisiteof commitment Recognition of successbuilds motivation Commitment brings success Success must be recognised

  16. Embedding mobile working involves managing effectively the changes that affect people An overall Transformation Plan with Change Management at its heart is vital. This should include: Visible and senior leadership and sponsorship A business-driven case for change Effective stakeholder management and communication Staff involvement at all levels Clear focus on benefits realisation planning Key messages

  17. Thank you

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